Organizations traditionally have had a clear distinction between their policies on diversity and inclusion and their talent management. The main driving force behind diversity and inclusion has been being seen to be a good employer, to be able to make claims in the annual report and to feel as though a positive contribution is being made to society. On the other hand, talent management activities have been driven by a real business need to ensure that the organization has the right people with the right skills in the right place to drive operational success. Steve Frost’s latest book, Inclusive Talent Management, aligns talent management and diversity and inclusion, offering a fresh perspective on why the current distinction between them needs to disappear.

In this seminar, Steve uses case studies from internationally recognised brands such as Goldman Sachs, Unilever, KPMG, Hitachi, Oxfam and the NHS, to show that to achieve business objectives and gain the competitive advantage, it is imperative that organizations take an inclusive approach to talent management. He puts forward a compelling and innovative case, raising questions not only for the HR community but also to those in senior management positions, providing the practical steps, global examples and models for incorporating diversity and inclusion activities into talent management strategy.

Using data from the 1980-2010 time period, Francine Blau provides new empirical evidence on the extent of and trends in the gender wage gap, which declined considerably over this period. By 2010, conventional human capital variables taken together explained little of the gender wage gap, while gender differences in occupations and industries continued to be important. Moreover, the gender pay gap declined much more slowly at the top of the wage distribution that at the middle or the bottom and, by 2010, was noticeably higher at the top. Francine also uses the literature to identify what has been learned about the explanations for the gap, considering the role of human capital and gender roles, gender differences in occupations and industries, gender differences in psychological attributes, and labor market discrimination against women.

Over the past five decades, women's educational attainment and labor market participation have increased tremendously. At the same time, many developed countries have faced decreasing birth rates and below replacement fertility levels. All OECD countries, except the US, now provide paid parental leave in order to facilitate family and career compatibility and lower the cost of childbearing. Drawing on insights from a major reform of parental leave benefits in Germany, this seminar explores whether earnings dependent parental leave benefits have a positive impact on fertility, and whether they are successful at narrowing the baby gap between high educated (high earning) and low educated (low earning) women.

In this seminar, Laurie Rudman discusses the importance of understanding negative reactions to female leadership in the context of the 2016 election. She presents recent findings, which suggest that White women are more likely to incur backlash compared with Black women.